Project Manager, Award Program Cycles (alongside the roles
below)
2024 – 2026
-
Ran every award program cycle from 2024 through 2026 as
project manager, owning the timeline and coordinating the
work across departments from kickoff to published results.
-
Handled the hands-on production too: running the numbers on
scores, updating logos, keeping Engineering on track to
display results, and managing the outside vendor for award
merchandise.
Product Owner, Awards
Mar 2026 – Sep 2026
-
Owned product strategy and roadmap for the company's awards
portfolio, setting direction across brand, business model,
platform, data, and launch, and driving a net-new platform
for award recipients from concept to engineering readiness with a
deadline-driven, working-backwards plan.
-
Established the Care Experience Council as a unified
recognition brand, consolidating
three award programs inherited through acquisitions
into one structure with shared naming, award levels, and
winner benefits. Case study →
-
Redesigned one program from pay-to-participate to free,
automatic qualification, shifting revenue to optional
winner-display benefits and sanctioned merchandise.
Participation had fallen from
67% to 20% of winners in one year under the
paywall; free qualification is expected to bring it to full
participation.
-
Directed requirements for the net-new recognition platform,
connecting existing application data to an authenticated
recipient portal, media-kit experience, and public directory
of past award recipients. The platform is designed to replace
a six-step manual process for
8,000+ award-winning care providers (home care agencies, skilled nursing, and independent living) that pulled a
five-person team off their regular duties for roughly
two weeks every year (about 400 staff hours). Case study →
-
Used the decision-governance system I built as Program
Manager to close
95 of 110 open awards decisions (86%) in under six
months, then partnered with Engineering to turn the
approved requirements into initial development tickets.
-
Began moving into the Product Owner role for the established
Retain and Recruit products, learning Engineering's ticket
process with the VP of Engineering and defining
about 20 tickets together, including a fix
for a survey employees kept searching for and a setting to
turn peer-to-peer recognition on or off. The toggle shipped,
giving customers a way to reward survey participation
privately without running a separate recognition program. Case study →
-
Expanded the Retain knowledge base from
67 to 180 resources so documentation kept
pace with the product instead of trailing behind it.
-
Documented the full awards data pipeline from source system
through data warehouse to web display, clarifying calculation,
synchronization, and verification logic for technical and
nontechnical teams.
-
Defined scoring, eligibility, and methodology ownership and
resolved authoritative data-source decisions across
three platforms, then scoped the September
2026 launch with exemptions, appeals handling, pre-launch QA,
and a parallel run of legacy and new programs through the
transition.
Program Manager, Awards
Oct 2025 – Mar 2026
-
Standardized five award programs inherited
through multiple acquisitions on one
nine-phase operating structure with
consistent tasks, ownership, terminology, and controls.
Backed it with nine reusable SOP and decision-log templates
(plus AI prompts for generating new ones), growing the
internal documentation for running the programs to
213 pages. Past cycles ran two to three days
behind while people relearned once-a-year tasks; the first
cycle on the new structure hit every deadline
with no one-on-one training needed.
-
Built and maintained
seven Python automation scripts for ClickUp
decision-log operations and cross-program task alignment,
plus HelpScout tooling, saving an estimated
1 to 2 hours of admin a week and adding
testing and safety controls to bulk updates.
-
Designed the awards decision-governance system: nine work
categories, seven-approver sign-off, and ClickUp as the
single source of truth. Every decision carried a record of
who approved it and why, so settled questions stayed settled,
and the ownership documentation I wrote set which source wins
when information conflicts.
-
Ran weekly meetings with department leadership to track
progress on company OKRs.
Digital Engagement Specialist → Customer Operations Manager
Jan 2023 – Oct 2025
-
Developed scalable self-guided software training that reduced
individual customer trainings by
20% within eight months, freeing about one
in five live training sessions per Customer Success Manager
for other customer work. Case study →
-
Standardized support documentation and workflows following the
merger of three companies, creating
consistent processes across previously separate teams.
-
Designed customer journeys for
three products, helping teams close
experience gaps, improve handoffs, and align on the full
customer lifecycle. Case study →
-
Unified knowledge bases for eight products
into one consistent format, updating screenshots, merging
duplicates, tagging topics, and standardizing titles and tone.
-
Grew the combined library from about
525 to 650 articles, splitting long articles
into focused ones and filling content gaps.
-
Turned recurring support patterns into opportunities for
Product, Engineering, and Operations.
Customer Success Manager
Aug 2019 – Jan 2023
-
Improved support resources and closed gaps in the customer
experience as part of a team effort that cut churn from unmet
needs from 9% to 3.4% in 12 months. Case study →
-
Selected and implemented a customer-facing knowledge-base
platform, developed its content, and grew customer utilization
from 9% to 30% in one year, so more customers
found answers on their own instead of waiting on a Customer
Success Manager.
-
Led monthly training for Marketing, Support, and Sales for two
years, and partnered with Product and Engineering to improve
UX/UI for new features.
